Improving Human Productivity
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Transcript of Improving Human Productivity
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Process ofImproving Human
Productivity
&Management Skills
By
Syed Imtiaz Hussain
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The Process Of Performance &Productivity
Team Building
Transformation
Control
Continuos
Improvement
awarenessUnderstanding
Proactive
Choice
Management
Creating Values
Personal Leadership
Direction & Skills
The Process of Mastering Change
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MindBrain
Body
Values &
Belief
System
Performance
Productivity
1. Faith
2. Attitude3. Kismat
4. Focus & Discipline
5. Knowledge & Learning
6. Experience & Skills
7. Dua
Dependability
Learning &ContinuousImprovement
LowPerformanceLoop (LPL)
Intrinsic
EffectivenessSpeed
Quality
Mental
Physical
Extrinsic
Extrinsic
Efficiency/Speed
Motivated
Ability
Environment
Dream
LoveDesire
Interest
HappySatisfied
Motivated
Ability
EnvironmentHappySatisfied
High
PerformanceLoop (HPL)
Performance Loop
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FOUR UNIQUEFOUR UNIQUE
HUMAN ENDOWMENTSHUMAN ENDOWMENTS
1.1.Self-awarenessSelf-awareness2.2.ConscienceConscience3.3.ImaginationImagination4.4.WillpowerWillpower
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The Process of Performance &Productivity
Review your dream and vision.
Check the state of your body and mind
Set short, intermediate and long term goals
Make your plan
Identify competencies that need to be developed. Have SWOT based strategy
Implement
Reflect review and evaluate
Develop ideas for improvement
Check the quality and direction of time Check the emotional quotient
Manage the attitude for determining the altitude
Persist with continuos learning and improvement
The Checklist of Managing HPL
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Law of Progress
Everything has ups and downs- nothingtravels in straight lines.
This applies to your own progress in any project.
Keep your eye on your target, keep putting inthe effort and your reach your target despite theups and downs.
Successful people realize that they reach theirgoals by continuously correcting.
We get off course, correct, and get back oncourse. Ships do it. Rocket and missiles do it.
Correct. Correct. Correct. Continue correction
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Boss
Peers
Subordinates
ClientYOU
Role of Manager
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Management LevelsWhat Is Required From You!
Top Level Manager
Middle Level Manager
First Line Manager
Operatives
RationalDecisions
Brian Storming
Unstructuredprobs
Scope of Job
Span of Control
Authority &Responsibility
PhysicalEfforts
Technical Expertise
&Motor Skills
Structuredproblems
Physical/Actualoutput
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Global Environment
Nomanagement moral
Individual
Orientation
ContinuosDeterioration
PointingFinger
ValueDepletion
Speed
No
Change
Certainty
Slow
NoResponsibility
Pakistani
Business
Environment
PerformanceProductivityYOU
BeliefSystem
Value
AdditionManagingMoral
ProcessOrientation
Facing notFingerPointing
ConfrontationQuickchangeactivity
Ambiguity&uncertainty Continuoslearning
Schoollearning only
GlobalBusiness
Environment`
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The Process of Performance &
Productivity
The best performers in thewould have mastered HPL -at a physical, mental and /orspiritual level !!
The average performers in the worldhave mastered LPL !!
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Strategy
Objectives
Policies
Rules
Strategy: A plan that integrates majorobjectives.Objectives: Goals those are specific andmeasurable.Policies: Guides to decision making.
Rules: Specific direction for decision-making.
Strategy
Objectives
Policies
Rules
Relationship Between Strategy,Objectives, Policies and Rules
Objectives
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What Are Problems
A discrepancy between an existing and a desired state of affairs
Characteristics of a Problem
Problem
Awareness ofdiscrepancy
Pressure toact
Insufficientresources to
do something
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TYPES OF PROBLEMSWell-Structured Problems:
Straight forward, familiar, easily defined problems
Ill-Structured Problems:
New problems/ information is ambiguous or incomplete
TYPES OF DECISIONS
Programmed decision: Routine one.
Non Programmed decision:Unique decisions, require a custom
made solution
Problems Require YourAttention
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Approaches to Decision Making
RATIONALITY
BOUNDED RATIONALITY
INTUITION
What, Which,
How, When,
Where, Why ???
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Rational Way Of ProblemResolution
Six Hat Technique
Neutral
Ignorearguments &proposals
Examine facts,figures,information
No apology, explanationor justification ofarguments
No reasoning
Logically negative
Conscious & criticalJudgmentKill creative ideas
Logically positive
look feasibliliy ofideas implication
Beneficial butlogical approach
Creative thinkingAdditionalalternatives
Lateral thinking &creative techniques
Process controlChairpersons hatSets agenda.Suggest next step
Summaries,conclusion &decisions.
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Have you ever been stung by a mosquito?
Have you ever been stung by a bee?
Have you ever been bitten by an elephant?
PLAN
Th P I t C l
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The Process Improvement CycleThe Deming/Shewhart Improvement Cycle
DO Getting
Work
Done
REVIEW
Reviewing &Evaluating
Planning &
Organisation
PLAN
DevelopingIdeas for IMPROVE
Improvement
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The Nature of PlanningWhy Do We Make Plans:
If you fail to plan, you actually plan to fail
What kind oforganizational
structure
Which helps us know
What kind ofpeople we needand when
PLANSObjectives Necessary for WhichEffects the kindAnd how to ofleadership andAchieve them
How most effectively
to lead and directpeople
In order to assureSuccessof the Plans
By furnishing standards of
control
SOP f H Mi d
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SOP of Human MindImportance of Developing Vision, Values & Belief Systems
Mind
Brain
OUTPUT OUTPUT
FEEDBACK FEEDBACK
Organization
CultureReligion
Environment
Family
Destiny
Character
Ideas
Thoughts
Habits
Actions
Dreams
Vision
WordsFeelings
Belief
Systems
Ethics &s
Values
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. Crisis
. Pressing problems
. Deadline-drivenprojects,meetings,preparations
. Preparation
. Prevention
. Values clarification
. Planning
. Relationshipbuilding
. True re-creation. Empowerment
. Interruptions, some
phone calls. Some mail, some
reports. Some meetings. Many proximate,
pressing matters. Many popularactivities
. Trivia, busywork
. Some phone calls
. Time wasters
. Escape activities
. Irrelevant mail
. Excessive TV
I III
IIIII IVV
UrgentUrgent Not UrgentNot Urgent
Impo
rtant
Important
NotI m
por
tant
NotImpor t
ant
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Work Plan
S
#
Activities Responsibility Timeline Action Outcome
Sorting Mr. KhalidMahmood
2 days Pile the mail Done on time
Separate area wise
Make bundles
Label the bundles
Work Plan FormatEX
AMPLE
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Groups & Teams
Where You Stand
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How Groups Are Formed
Stage 1Forming
Stage 2
Storming
Stage - 3
Norming
Stage 4
Performing
Stage 5Adjoining
Join groupDef purpose
Build structureLeadership
Characterized byuncertainty
Intra - groupConflict
Close relationshipCohesiveness
Fully functionalWrapping up
Activities
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Why People Join Group
Group
Status
Self esteemAffiliatio
n
PowerGoalAchievement
Security
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Group Binding & Productivity
High Low
High
Low
Strong inproductivity
Decrease inproductivity
No significanteffect
on productivity
Moderate in
productivity
Cohesiveness
Alig n
me
nto fg r o u p &
Or g
g o a ls
RELATIONSHIP B/W COHESIVENESS &PRODUCTIVITY
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Group Team
Group consists of people Team also consists of people
Interaction is necessary among itsmembers
Interaction is a must among themembers of a team
Members are interdependent.Team members are interdependenttoo.
In group objectives are low/weak.In team objectives are high/strong.
Group members are not necessarilydetermined, dedicated & devoted.
Team members are determined,dedicated & devoted.
Team Vs. Group
The ObjectivityMakes The Difference.
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Unified GoodCommitment Communication
Clear
Mutual
Goal
Trust
Relevant
Appropriate
Skills
Leadership
NegotiatingExternal
Skills SupportInternal
Support
Effective Team
Qualities of Effective Team
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Managing Teams
Supervisory
Leadership
Participative
Leadership
Team
Leadership
Direct People Involve People Build trust & inspireteam work
Explain decisions Get input for decisionsFacilitate & supportteam decisions
Train individuals Develop individualperformance
Explain teamcapabilities
Manage one-on-oneCoordinate group effortCreate a team identity
Contain conflict Resolve conflict Make the most of teamdifferences
React to change Implement change Foresee & influencechange
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Business Communication
Percentage of Time Business People Spend on Various
writing9 %
Speaking30 %
Listening45 %
Reading16 %
Receiving45 %
Sending45 %
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Individual Attitudes
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MottosMottos
Dont Express /Disagree, Gotless rights
ComCom Cant speak,always agrees,Indirect
CharChar Apologetic, Noself trust,Indecisive,Needy
NVCNVC
Sorry a lot, Be withboth parties,
Complain, Leavesto others
VCVC
C&PSolC&PSolFFFF
Effect
s
Effect
s
Never wrong, Goright, Follow me
You-me valuable,Be effective,Both haverights
Close minded, Polistener, InterrupMonopolizingAchieves at otheexpense, SarcastBulling
BehBeh Never feel wrongPut others down.
Over power, nevappreciateShake fingers,frown, Critical eyactions, rigidposture, yellingtone
You must, dontask, Just do it,
AbusiveThreatens,Attacks, Must wiarguments.Anger, Hostility,impatientWaste time,Angry, Highprice to
Nodes/ Smile,Avoid eye contact,Slumped posture,Low tone.You should, I cant,
You can, Low
energyAvoids, Silent,Agrees too oftenPowerlessness,Why not got credit,Seed adviceGive up self, Losesself esteem,Promote causes
Know limits,Observant,Direct, Honest,RespectsConfident,Observes, Self-aware, proactiveKnows, Plans,Action oriented,
Realistic,Consistent, FairNatural gestures,Attentive, Directeyecontact,ConfidentpostureI choose to, Myoption, What are
alternativesNegotiates,Compromise,Optimistic,ConfrontingEnthusiasm, Wellbeing, Eventempered.Self-Confident,Self-Esteem,Motivated.
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Communication, Business & You
Your ability to communicate (to receive, evaluate, use and pass oninformation)openly, honestly and clearly increases your and your
organizations productivity.
A managers work- day consists of:
never-ending series of meetingscasual conversations (informal conversations)
speaking engagements (presentations, instructions,orientations, etc) phone callsreading and writing
A Junior Employees Sources of Information:
CustomerbehaviorSupplierbehaviorEquipment performance
Everything is forwarded by operatives to the management.Marketing myopia is when these people do not forward negativeinformation. They like themselves so much that they forget to see
their bad aspects.
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Communication Link WithProductivity
Some Important Points to Remember
Its the people who give productivity. Open communication climate or op
culture. In case of organizational communication the drawback is lack of
upward communication.
Managers should keep their doors open for anybody who has problem he
easily contact the manager. This is informal communication.Feedback is necessary. Environment is created to bring the people at low
level near the decision makers.
Commitment to ethical communication is an important part of organizatiocommunication. Youshould not insult anybody. You should not abuse
anybody.If you want to reward somebody do it in open and if you want to punish
somebody do it in private.
Forgiveness also works according to situation.
Flexibility is also necessary. Plans may be altered but objectives mustchan ed.not be
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Cont..
Cultural differences are there in the organizations
organization from different cultural background.
Proficiency is need in communication technology. Your communica
be updatedwith time. You have to keep your audience in mind.
audience
-
centered approach.
What do they need and what do they want. You will not like to be stagnant.
What is your goal. You have to further groom yourself.
Efficient flow of messageis necessary. Your efficiency is related to your
resources. Quick transformation of message is requirement of the time.should be timely and clearly transformed to be effective.
because people join the
should
It is called
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Conflict Resolution
Conflict Resolution Guidelines
1. Avoidance
2. Confrontation
3. Changing Roles
Difference of perception
Personal liking and disliking
A - POSITIVE CONFLICT B - NEGATIVE CONFLICT
(Positive productivity & performance) (Negative productivity &performance)
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Six Suggestions for TrustBuilding
1. COMMUNICATE.Keep informed & accurate feedback.
2. BE SUPPORTIVE.
Available & Approachable.
3. BE RESPECTFUL.
Delegate authority, listen ideas.
4. BE FAIR.
Give credit, generous with your praise.
5. BE PREDICTABLE.
Consistent in daily affairs. Make good on your explicit and implied promise.
6. DEMONSTRATE COMPETENCE.
Respect & demonstrate technical and professional abilities.
The Seven Habits Paradigm
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IndependenceIndependence
DependenceDependence
InterdependenceInterdependence
PUBLICVICTOR
Y
PRIVAT
EVICTORY
Seek Firstto
Understand
Then tobe
Understood`
Synergize
ThinkWin/Win
Put FirstThingsFirst
BeProactive
Beginwith
the Endin Mind
Sh
arp
en
th
e
Saw
The Seven Habits Paradigm
FOUR DIMENSIONS OF RENEWAL
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PHYSICALPHYSICALExercise,Nutrition,
StressManagement
FOUR DIMENSIONS OF RENEWAL
MENTALMENTALReading,
Visualizing,Planning,Writing
SOCIAL/EMOTIONALSOCIAL/EMOTIONALService, Empathy,Synergy, Intrinsic
Security
SPIRITUALSPIRITUALValue
Clarification
& Commitment,
THE UPWARD SPIRAL
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THE UPWARD SPIRAL
Learn
DoCommit
Learn
CommitDo
Do
Learn
Commit
LearnCommit
Do
PROACTIVE MODEL
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PROACTIVE MODEL
StimulusStimulus ResponseResponseFreedomFreedom
toto
ChooseChoose
Self-
Awareness
Self-
Awareness
ImaginationImagination ConscienceConscience
Independent
Will
Independent
Will
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Lose/WinLose/Win
High
High
Low
Low
Win/WinWin/Win
Lose/LoseLose/Lose Win/LoseWin/Lose
C
ONSID E
RATIO
N
CONSID E
RATIO
N
LowLow HighHigh
COURAGECOURAGE
PARADIGM SHIFTS
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PARADIGM SHIFTSA BREAK FROM
TRADITIONAL WISDOMA BREAK FROM
TRADITIONAL WISDOMTOWARD
7 HABITS PRINCIPLESTOWARD
7 HABITS PRINCIPLES
Habit1Habit1
We are a product of ourenvironment andupbringing.Habit
2Habit2
Society is the source ofour values.
Habit
3
Habit
3
Reactive to the tyranny
of the urgent. Actedupon by theenvironment.Habit
4Habit4
Win-lose.One-sided benefit.
Habit
5
Habit
5
Fight, flight, orcompromise when facedwith conflict.
Habit6Habit6
Differences are threats.Independence is thehighest value. Unitymeans sameness.
Habit7Habit7
Entropy.
Burnout on one track -t icall work.
We are a product of ourchoices to ourenvironment andupbringing.Values are self-chosen andprovide foundation fordecision making. Valuesflow out of principles.Actions flow from that
which is important.
Win-win.Mutual benefit.
Communication solvesproblems.
Differences are values andare opportunities forsynergy.
Continuous self-renewal
and self-improvement.
BE PROACTIVE
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BE PROACTIVEI can forgive, forget, and
letgo of past injustices
Im aware that Imresponsible
Im the creative force ofmy life
I choose myattitude,
emotions, andmoods
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EEMOTIONALMOTIONAL BBANKANK
AACCOUNTCCOUNT
KEEPPROMISES APOLOGIZ
E
CLARIFYEXPECTATIONS TREATOTHER
KINDLY
UNDERSTANDOTHERS
LOYALITYTO
THEABSENT
PERSONAL IMMUNE SYSTEMPERSONAL IMMUNE SYSTEM
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Duplicity
Unkindness
Violatedexpectations
Outsidestressandpressures
Timewasters
Interruptions
Pressingproblems
Crises
PERSONAL IMMUNE SYSTEMPERSONAL IMMUNE SYSTEM
Live the SevenHabits
SpendtimeinQuadrant
II
Follow
correctprinciples
Controlown life
MaintainhighEmotional
BankAccount withselfand others
Maintainreservecapacity
BeresilientEmpowerandserveothersCommunic
ateEmpathicallySynergize
with
others usingawin-winapproach
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Code Of Ethics
Honest and trust worthy in all our relationship.
Reliable in carrying out assignments and responsibility.
Truthful and accurate in what we say and write.
Cooperative and constructive in all work undertaken.
Fair and considerate in our our treatment of fellowemployees, customer and all other persons.
Law abiding in all our activities.
Committed to accomplishing all task in a superior way.
Economical in utilizing comply resources. Dedicated in services to our and to improvement of the
quality of life in the world in which we live.
Back To The Future
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Back To The Future
Some Ideas To Think About:
Invest inDeveloping the Quality of your software Learn to Manage Pressure
Develop a Personal Vision for Focus on your Competencies Perform By Goals and Objectives
Master Communication Skills Learn to be a Problem Solver Develop a passion for Continuous Improvement
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